Tag Archives: Solution

Policy Analysis in 750 Words: Defining policy problems and choosing solutions

This post forms one part of the Policy Analysis in 750 words series overview.

When describing ‘the policy sciences’, Lasswell distinguishes between:

  1. ‘knowledge of the policy process’, to foster policy studies (the analysis of policy)
  2. ‘knowledge in the process’, to foster policy analysis (analysis for policy)

The idea is that both elements are analytically separable but mutually informative: policy analysis is crucial to solving real policy problems, policy studies inform the feasibility of analysis, the study of policy analysts informs policy studies, and so on.

Both elements focus on similar questions – such as What is policy? – and explore their descriptive (what do policy actors do?) and prescriptive (what should they do?) implications.

  1. What is the policy problem?

Policy studies tend to describe problem definition in relation to framing, narrative, social construction, power, and agenda setting.

Actors exercise power to generate attention for their preferred interpretation, and minimise attention to alternative frames (to help foster or undermine policy change, or translate their beliefs into policy).

Policy studies incorporate insights from psychology to understand (a) how policymakers might combine cognition and emotion to understand problems, and therefore (b) how to communicate effectively when presenting policy analysis.

Policy studies focus on the power to reduce ambiguity rather than simply the provision of information to reduce uncertainty. In other words, the power to decide whose interpretation of policy problems counts, and therefore to decide what information is policy-relevant.

This (unequal) competition takes place within a policy process over which no actor has full knowledge or control.

The classic 5-8 step policy analysis texts focus on how to define policy problems well, but they vary somewhat in their definition of doing it well (see also C.Smith):

  • Bardach recommends using rhetoric and eye-catching data to generate attention
  • Weimer and Vining and Mintrom recommend beginning with your client’s ‘diagnosis’, placing it in a wider perspective to help analyse it critically, and asking yourself how else you might define it (see also Bacchi, Stone)
  • Meltzer and Schwartz and Dunn identify additional ways to contextualise your client’s definition, such as by generating a timeline to help ‘map’ causation or using ‘problem-structuring methods’ to compare definitions and avoid making too many assumptions on a problem’s cause.
  • Thissen and Walker compare ‘rational’ and ‘argumentative’ approaches, treating problem definition as something to be measured scientifically or established rhetorically (see also Riker).

These approaches compare with more critical accounts that emphasise the role of power and politics to determine whose knowledge is relevant (L.T.Smith) and whose problem definition counts (Bacchi, Stone). Indeed, Bacchi and Stone provide a crucial bridge between policy analysis and policy studies by reflecting on what policy analysts do and why.

  1. What is the policy solution?

In policy studies, it is common to identify counterintuitive or confusing aspects of policy processes, including:

  • Few studies suggest that policy responses actually solve problems (and many highlight their potential to exacerbate them). Rather, ‘policy solutions’ is shorthand for proposed or alleged solutions.
  • Problem definition often sets the agenda for the production of ‘solutions’, but note the phrase solutions chasing problems (when actors have their ‘pet’ solutions ready, and they seek opportunities to promote them).

Policy studies: problem definition informs the feasibility and success of solutions

Generally speaking, to define the problem is to influence assessments of the feasibility of solutions:

  • Technical feasibility. Will they work as intended, given the alleged severity and cause of the problem?
  • Political feasibility. Will they receive sufficient support, given the ways in which key policy actors weigh up the costs and benefits of action?

Policy studies highlight the inextricable connection between technical and political feasibility. Put simply, (a) a ‘technocratic’ choice about the ‘optimality’ of a solution is useless without considering who will support its adoption, and (b) some types of solution will always be a hard sell, no matter their alleged effectiveness (Box 2.3 below).

In that context, policy studies ask: what types of policy tools or instruments are actually used, and how does their use contribute to policy change? Measures include the size, substance, speed, and direction of policy change.

box 2.3 2nd ed UPP

In turn, problem definition informs: the ways in which actors will frame any evaluation of policy success, and the policy-relevance of the evidence to evaluate solutions. Simple examples include:

  • If you define tobacco in relation to: (a) its economic benefits, or (b) a global public health epidemic, evaluations relate to (a) export and taxation revenues, or (b) reductions in smoking in the population.
  • If you define ‘fracking’ in relation to: (a) seeking more benefits than costs, or (b) minimising environmental damage and climate change, evaluations relate to (a) factors such as revenue and effective regulation, or simply (b) how little it takes place.

Policy analysis: recognising and pushing boundaries

Policy analysis texts tend to accommodate these insights when giving advice:

  • Bardach recommends identifying solutions that your audience might consider, perhaps providing a range of options on a notional spectrum of acceptability.
  • Smith highlights the value of ‘precedent’, or relating potential solutions to previous strategies.
  • Weimer and Vining identify the importance of ‘a professional mind-set’ that may be more important than perfecting ‘technical skills’
  • Mintrom notes that some solutions are easier to sell than others
  • Meltzer and Schwartz describe the benefits of making a preliminary recommendation to inform an iterative process, drawing feedback from clients and stakeholder groups
  • Dunn warns against too-narrow forms of ‘evidence based’ analysis which undermine a researcher’s ability to adapt well to the evidence-demands of policymakers
  • Thissen and Walker relate solution feasibility to a wide range of policy analysis ‘styles’

Still, note the difference in emphasis.

Policy analysis education/ training may be about developing the technical skills to widen definitions and apply many criteria to compare solutions.

Policy studies suggest that problem definition and a search for solutions takes place in an environment where many actors apply a much narrower lens and are not interested in debates on many possibilities (particularly if they begin with a solution).

I have exaggerated this distinction between each element, but it is worth considering the repeated interaction between them in practice: politics and policymaking provide boundaries for policy analysis, analysis could change those boundaries, and policy studies help us reflect on the impact of analysts.

I’ll take a quick break, then discuss how this conclusion relates to the idea of ‘entrepreneurial’ policy analysis.

Further reading

Understanding Public Policy (2020: 28) describes the difference between governments paying for and actually using the ‘tools of policy formulation’. To explore this point, see ‘The use and non-use of policy appraisal tools in public policy making‘ and The Tools of Policy Formulation.

p28 upp 2nd ed policy tools

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Policy Concepts in 1000 Words: Multiple Streams Analysis

garbage cans streams

(podcast download)

‘Ideas’ are the beliefs we develop and use to understand and interpret the world. Some beliefs are so deeply ingrained in our psyche that we generally take them for granted. Others are more visible – our beliefs about policy problems help us argue for particular solutions. Indeed, ‘policy solution’ is closer to the intuitive meaning of ‘I have an idea’. Kingdon grapples with this dual role for (or meaning of) ‘ideas’ by considering how policy solutions are received within government or wider policy networks. His starting point is the phrase ‘an idea whose time has come’, which implies ‘an irresistible movement that sweeps over our politics and our society, pushing aside everything that might stand in its path’. He argues that such notions are misleading because they ignore the conditions that have to be satisfied – during a brief ‘window of opportunity’ – before a policy will change significantly. Three separate ‘streams’ must come together at the same time:

Problem streamattention lurches to a policy problem. Problems are policy issues which are deemed to require attention. There are no objective indicators to determine which problems deserve attention, and perceptions of problems can change quickly. Problems get attention based on how they are ‘framed’ or defined by participants who compete for attention – using evidence to address uncertainty and persuasion to address ambiguity. In some cases, issues receive attention because of a crisis or change in the scale of the problem. Only a tiny fraction of problems receive policymaker attention. Getting attention is a major achievement which must be acted upon quickly, before attention shifts elsewhere. This might be achieved by demonstrating that a well thought out solution already exists.

Policy streama solution to that problem is available.  While attention lurches quickly from issue to issue, viable solutions involving major policy change take time to develop. Kingdon describes ideas in a ‘policy primeval soup’, evolving as they are proposed by one actor then reconsidered and modified by a large number of participants (who may have to be ‘softened up’ to new ideas). To deal with the disconnect between lurching attention and slow policy development, they develop widely-accepted solutions in anticipation of future problems, then find the right time to exploit or encourage attention to a relevant problem.

Politics streampolicymakers have the motive and opportunity to turn it into policy. They have to pay attention to the problem and be receptive to the proposed solution. They may supplement their own beliefs with their perception of the ‘national mood’ and the feedback they receive from interest groups and political parties. In some cases, only a change of government may be enough to provide that motive.

Kingdon draws on Cohen et al’s ‘garbage can’ model of policymaking in organisations. It contrasts with ‘comprehensively rational’ policymaking in which – in this order – policymakers identify problems (or their aims), bureaucracies perform a comprehensive analysis to produce various solutions (or ways to meet those aims), and policymakers select the best solution. Instead, policymaker aims and policy problems are ambiguous and bureaucrats struggle to research issues and produce viable solutions quickly. Sometimes people wait for the right time to present their ready-made solutions. Sometimes aimless policymakers just want to look busy and decisive. So, Cohen et al suggest that the problem identification, solution production, and choice are ‘relatively independent streams’. The garbage can is where a mix of problems, solutions and choices are dumped.

Kingdon applied this reasoning to the US political system, which magnifies some of these problems: many people, with different perceptions and aims are involved; and, some actors (such as the President) may be effective at raising issues up the public and government agenda but not producing solutions. Since policymakers do not have the time (or longevity) to devote to detailed policy work, they delegate it to civil servants who consult with interest groups, think tanks and other specialists to consider ideas and produce policy solutions. The groups most involved in producing solutions over the long term may struggle to get attention or buy-in from policymakers. Therefore, the likelihood of significant policy change is difficult to predict since it requires sustained and high attention, an acceptable solution and some spirit of compromise in the political system. A perception of infrequency and unpredictability may also influence behaviour: when new, major legislation looks likely to be adopted, there is a deluge of interest and a range of participants keen to jump on an idea’s bandwagon – adding further to the metaphor of the garbage can of ideas and the messy nature of politics.

Kingdon’s work developed from case studies of US federal policymaking. Compared to the ACF and punctuated equilibrium, its insights have been applied less frequently or systematically in other countries. Yet, the potential to compare messy policymaking in the US and EU is there, while Zahariadis has shown the comparative value of multiple streams analysis to identify very different experiences and windows of opportunity in countries such as the UK, France and Germany. In each case, we can identify ‘universal’ elements in the agenda-setting process:

  • Ambiguity (there are many ways to frame any policy problem);
  • Competition for attention (few problems reach the top of the agenda);
  • An imperfect selection process (new information is difficult to gather and subject to manipulation);
  • Limited time (which forces people to make choices before their preferences are clear); and
  • A departure from ‘comprehensive rationality’ and a linear decision-making process – identifying problems, formulating solutions and making a choice.
  • ‘Softening’, as some issues take time to become accepted within government or policy networks.

This is a summary of a section in chapter 12 of this book.

Update 6 Jan 2015: working on a Kingdon paper with a colleague has prompted me to realise that many/ most people take MSA to mean multiple streams approach. I apologise wholeheartedly for the confusion.

Cairney and Jones (2016) ‘Kingdon’s Multiple Streams Approach: What Is the Empirical Impact of this Universal Theory?’ Cairney Jones 2016 MSA PSJ

Cairney Zahariadis multiple streams 2016

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